Try Creating Your Own "User Manual"

Shortly before the onset of Covid-19, we hosted our annual leadership conference and had an incredible guest speaker, Adam Bryant, a columnist for the New York Times, and author of one of my favorite books The Corner Office. His session was all about the notion of employees having a “User Manual” which in turn helps others get to know them better. 

Its genius when you stop to think about it. It outlines your affinities, your likes, your behaviors, your triggers, what gives you energy, your style and how you work best. It’s a “cheat sheet” of sorts, giving employees a way to quickly and efficiently learn about executives and each other, which in turn allows everyone to work with more trust and understanding.

We have user manuals for our laundry machines, our phones, rental cars, lego sets, and 100’s of other things in our lives, so why not for ourselves? In the corporate world, we are instead asked to read the minds of people that in truth we barely know. Inevitably, we don’t read minds well and therefore we end up accidentally hurting productivity. Why don’t we just cut out the mind-reading and really understand where our colleagues are coming from more directly?

Adam helped us to create our own user manuals. The slide he put up to get us started went through a list of questions:

The first set of questions were focused on us:

• What are some honest, unfiltered things about you?
• What drives you nuts? What are your quirks?
• How can people earn an extra gold star with you?
• What qualities do you particularly value in people who work with you?
• What are some things that people might misunderstand about you that you should clarify?

The next slide focused on interactions with you:

• How do you coach people to do their best work and develop their talents?
• What’s the best way to communicate with you?
• What’s the best way to convince you to do something?
• How do you like to give feedback?
• How do you like to get feedback?

I loved this assignment. We all put our heads down and for 15 minutes, the room was silent. No distractions, no multi-tasking….just focus. Focus, but with a hint of anxiety. We all wanted to pour ourselves on to the paper but it was scary to be vulnerable of course. 

I wanted to do my best to share my love of this exercise with you all, and hopefully inspire others to try this as well. Here is my user manual, which is a work in progress and will continually evolve but I've already noticed changes in how people interact with me

·      When thinking about something like launching a new service-line or new initiative I am very factual and linear. When thinking about an exciting brief or pitch, I am far more idea and intuition oriented. I move fast. I talk quickly, and often draw frenetically to work through problems or get a point across. The energy (and passion) I bring to things can be exciting, but also anxiety producing if not framed up right. I don’t say it enough, but I am so grateful to those around me who have such complementary strengths. We win as a team full of awesome differences.

·      I am passionate about @360i, @dentsu, digital transformation, and data-infused creativity….but even more passionate about grooming the next generation of leaders for 360i and our industry. A great campaign or solution makes me smile, but a person whose career trajectory is changed due to better mentorship or feedback makes me feel whole. 

·      I get fuel from people who believe there is always another gear. Another gear for the work. Another gear for their ability. Another gear to learn. Another gear to their humanity and courage.

·      I get fuel from people who are equal parts humble, ambitious and curious. Show me how you are searching the corners of the universe to learn, grow, and improve. Bring new ideas to the table. “No” people drive me nuts, especially in an industry born of “the possible.”

·      People think that I trivialize details at times in the name of progress. This is not really true - although I can guess why it might appear so at times. I tend to believe our industry benefits from 80/20 problem solving. Yes, for certain tasks, perfect is the goal. But more often 80/20 is right, and I hate watching slowness ensue while people strive for something that is not there in the name of perfectionism.

·      I expect a lot out of people. At times, more than they think they can accomplish. You may at times feel I am curt, but know its because I think you have more in you. It comes from a good place. Let's focus on intention if we work together.

·      The best way to convince me of something is via the path of fact, risk and conviction. Bring facts and forecasts to back up your thesis (if applicable). Risk something by putting your butt on the line. Have the conviction to bang the desk and get past my first few objections.

·      I like people to just give me feedback straight ahead. People assume that is dangerous due to my CEO title. Find a safe space to share, be direct, have examples, and demonstrate it comes from a point of good and compassion. Bring ideas and solutions, not complaints.

Anyway, my hope is that you all consider this for your organizations. The above is just w work-in-progress and nothing more. Give it a try, and stop mind-reading. We know it does not work. Instead, take time to help others around you know where you are coming from (and visa-versa) and make your company more open, honest and productive. Plus, it was awesome fun.

As always, if you found this interesting, sign up for the newsletter. It takes you literally 3.4 seconds and you just have to press the subscribe button, and join 35,000 others who gave it a shot. So...what are you waiting for, get going on your User Manual. You might also enjoy learning more about my book at www.thegreatclientpartner.com if this seemed relevant. Or, if its been a busy day, skip that and just get a coffee before your next meeting. Speak soon.